MGMMaster Global ManagementPhilosophy, Guidelines & FrameworkAdil AbdallaMay 2009

1

MGM is a Professional Business Venture;

aims to fill the gaps inUrban Development Practice;

collectively utilizing capacities of

Associated Practitioners

2

Ambiguous Scope

MoneyGaming

Interests Diffusion

Scattered Capacities

The twisted customer focus, the unfocused board members, and the complicated legal modeling, the had

created confusion rather than clarity

The excessive commercialization and profitability, despite the promoted CSR policies, had created the

wide spread of immoral and criminal implementations

Equilibrium among all activities and targets is the natural and historical organizational platform; which if

disturbed by political lobbying; anarchy rules

Indemnifibility, Profitability, and Politicability were root causes to non-alliance among schemes and programs,

which would save time, cost and momentum

Business Deficiency & Challenges 2009

3

Roles & Deliverablesof Stakeholders

SmartProcess Mapping

IntelligentQuality & Accountability

Applications of Neo-Management

Practically; Comprehensive Structure, Clear Roles & Responsibilities, and Deliverables

Road Mapping of Processes and Procedures that enables Successful Decision Making

Align Targets to Common Interests of Sustainable Business Framework

State of the Art in Processing, Associating and Partnership with Experts & Professionals

Creating a Corporate Distinction

4

Neo-Management

Creating a Corporate Distinction

Not Directing, but Facilitating Staff to Perform

Inevitable Team–work as Mind-set and Solutions

Performance & Deliverables Drive The Process Mapping

Skills, Competitiveness and Loyalty are Upgradable

5

Public Interest

CivicAuthority

PublicAuthority

State OfCompliance

Control

Tools

Methodology

Policies

Legitimization

Laws & Regulations

Enforcement

Prosperity

Violation

Correctivity

Code of Practice

Standardization

Theory of Authorization

6

Assets + Charge + Creditability

Concept

Knowledge + Finance + Regulations

Biz Model

Realization + Resources + Planning

Delivery

Complexity of Assets Development

Impacts of Risk Management

Operations of Assets Management

Development Consensus

7

The Corporate

Reve

nues

& P

rofit

abili

tyM

icro

Eco

nom

ics,

Sha

reho

lder

s, E

ntre

pren

eurs

hip

Soci

al &

Eco

nom

ic C

ycle

Mac

ro E

cono

mic

s, C

SR In

itiati

ves,

Gov

erna

nce

CORPORATE

VISUALIZE CHANGE

ASSESSMANAGE

Skills

Resources

Dynamics

Standards

Inflows Outflows

Delivery

Project

Business OpportunitiesDoing Business

8

The DevelopmentProject

Start-upPST

Project Compliance

PCM

Project Marketing

PMS

Project Management

PRM

ProjectClose-out

PCL

MGM Business Framework

9

Corporate Structure Business Structure

Project Structure

The Project

Project Director

Accounts Structure

10

ClientMGM

Quality Processing of Approvals

Adequacy of Scope and Components

Convenience of Cost Assumptions

Lawful of Procurement

Efficiency of CSR Proposals

Quality

Scope

Cost

Procurement

CSR

Management of Risk

11

Value Chain

Uncertainty Investment Tangibility

100

50

0

Year 1 Year 1-2 Year 2 Year 2-3 Year 4-50

INI FDD MS AD AM

ASSET MANAGEMENT

(AM)ASSET DEVELOPMENT

(AD)MARKETING & SALES

(MS)FINANCE & DUE DILLIGENCE

(FDD)ACQUISITION & INITIATION

(INI)

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Baseline Mode

Business Mode

Legal Mode

Planning Mode

Change Mode

Constructability

Governance

Convenience

Reliability

Delivery

SkillsRequired

ProjectStart-up

ExitStrategy

ProjectCompliance

Basis ofEngagements

ProjectMarketing &

Sales

ExecutionPlan

ProjectManagement

DefiningDeliverables

ProjectClose-out

Main Processes

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Operations

PLAN REVISE

MEASUREACT

Area Cost

Business Duration

AB

CD

RatesSpecs

PerformDelivery KPIs

Value Engineering

Earned Value

Opti

miz

ation

A

B

C

D

Arch/Master Planning

Business Management

Cost/Quantity Surveying

Project Management

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MGM BOARD

A C

Tech Office

Executive Director

Admin

Project 1 Project 2 Project 3 Project 4

Ops Office

Organization 2009

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MGM BOARD

A1 B1 C1 D1

Managing Director

DC

A Project

Directorof Research

Directorof Projects

D1

A ProjectA Project

D1

Admin

A2 B2 C2

PAQA/QC

Organization 2010

16

Processes Alignment

Q2Q1 Q3 Q4

Management Framework

Quality Policy & Manual

RiskFramework

Management Manual

Quality Audit & Reform

RiskPolicy & Manual

Implementations

Implementations

Project (P1)

Launch & Staffing

Implementations

Timeline & Assignments 2009

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Code Position Roles & Responsibilities M. Salary $

01 Board Member Contribute to set, review, audit and approve strategy, policies, framework and programs 5,000

02 Managing DirectorSetting framework, reviewing progress of proposals and programs, and daily directing and mentoring the company performance

15,000

03 Director Ditto; for the Department; and facilitating adequate performance for operations 12,000

04 Senior Manager Ditto; for the Specialized Section; and provide technical support for subordinates 10,000

05 Manager Ditto; for the Specialized Unit; and perform professional effort for the delivery of tasks 7,000

06 ExecutiveProvide technical and professional efforts to carry on successful tasks and operations to deliver the intended assignments

5,000

07 Clerk Ditto, and assisting the line-manager 2,000

Staffing Layout

Monthly salaries are inclusive all allowances, plus agreed benefits (Medical insurance, Paid annual leave, Family air tickets and Gratuities. Bonus is subject to Board Decisions

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Code Particular Monthly $2009 2010

Qty Total $ Qty Total $

01 Board Member 5,000 4 20,000 4 20,000

02 Managing Director 15,000 1 15,000 1 15,000

03 Director 12,000 0 0 2 24,000

04 Senior Manager 10,000 1 10,000 4 40,000

05 Manager 7,000 0 0 0 0

06 Executive 5,000 1 5,000 6 30,000

07 Clerk 2,000 1 2,000 4 8,000

08 Operations @ 20% NA NA 10,000 NA 27,000

09 Contingencies @ 5% NA NA 3,000 NA 8,000

010 Finance @ 5% NA NA 3,000 NA 9,000

Monthly TOTAL 68,000 181,000

Year TOTAL 476,000 2,172,000

Budget Forecast

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Code Particular $K Year 1 $K Year 2 $K Year 3 $K Year 4 $K Total

021 Management Staff @ 1% 800 800 800 100 2,500

022 Design Consultants @ 3% 7,500 0 0 0 7,500

023 Supervision @ 3% 0 3,500 3,500 500 7,500

024 Supporting Consultants @ 2% 5,000 0 0 0 5,000

025 Commercial Consultants @ 0.5% 500 200 200 350 1,250

026 Legal Consoler @ 0.5% 500 300 200 250 1,250

027 Professional Fees @ 0.0005% 40 40 40 5 125

028 Operations Cost @ 1% 800 800 800 100 2,500

029 Contingencies @ 2% 1,600 1,600 1,600 200 5,000

030 Finance @ 0.5% 500 300 300 150 1,250

Average Monthly $K 1,436 628 620 137 NA

Yearly $K TOTAL 17,240 7,540 7,440 1,650 NA

Grand Total 13.6% or $K 33,875

Project Budget Breakdown ($250 mln model)

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Consultants

Type ABuildingPrinciple

Type BBuilding

Configuration

Type CBuilt

Environment

Type DBuilt

CommunityType E

Urban Infrastructure

Architect Landscape Seismic Governmental Roads

Structural Façade System LEED Audit Marine Sewage

MEP Lighting System Green Audit Theme Parks Water Supply

Quantity Surveyor ICT Facilities Mgmt Office & Commercial Road Signage

Preservation Public Address Security Residential Public Transportation

Public Interiors Health & Safety Retail & Malls Street Lighting

Convoying System Heritage Conservation Health Care Bridges

Car Parking Space Making Conferencing Tunnels

Way Finding Environmental Mgmt Educational Drainage System

Water Features CSR Advisory Leisure Traffic

Acoustics Marketing Advisory Industrial Power Transmission

BMS PR Advisory Aviation Gas Supply

Thermal Protection Legal Consular Hospitality District Cooling

Land Surveyor Finance Advisory Town Mgmt Disposal Mgmt

Urban Mgmt

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Project 1

Q2Q1 Q3 Q4

0

Out-Sourced Professionals

MGM Staff & Administration

OPEX: $ 476,000 (AED 1,761,000)

Project Expenditures: $10,052,000 (AED 37,192,000)

$68K $204K $204K

0 $1,436K $4,308K $4,308K

Expenditure 2009

Cost of Design & Management @ 13.5%

Project Value @ $250,000,000 on 3 years

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Meeting business or technical changes

The Project is Constructible

The Project meets Constraints

The Project meets Standards

The Project is Confirmed Feasible

The Project isIdentified

PP 2.0

PP 1.0

PP 3.0

PP 4.0

BaselinePP 0.0

PP 5.0

Launch

Competition

Design

Tender

Award

Progress

ProjectCharter

BaselineUpdate

PM’sAssessment

DesignClose-out

PM’sAssessment

Change

Scope Statement

Project Basic Data

Schedule & Milestones

Cost & Budget

Configuration Plan

Constraints & Assumptions

SWOT Analysis

Procurement Plan

Quality Plan

Management of Risk

Deliverables Road Map

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Agreements on 15% for each $250 mln Project

Preferably; Combined Consultancy & Management Service

Only Advisory on Procurement of Construction Contracts

Formalize The Board; for Meetings each Two Months

Final Notes

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Part Two

Process Mapping

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Process Inputs Activity Output

Constructability Feasibility Study • Constructability Analysis• Experts Judgment

Technical Model of the Development

Master Plan Urban Planning Restrictions

• Urban Design• Standard Details

Master Planning Framework

Project RRM Stakeholders IDs • Stakeholders Analysis• Compliance Checklist Stakeholders RRM

Scope Mgt Business Model • Project Area Analysis• Introduction to Guidelines Scope Baseline

Cost Mgt Tentative Cost Estimates

• Basis of Project Costing• Industry Cost Trends Cost Baseline

Schedule Mgt Tentative Milestones

• Industry/Market Trends• Project Risk Analysis Program Baseline

PST: Realization of Constructability

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Typical Launch

Technical FrameworkTechnical Framework

Finan

cial Framew

ork

Finan

cial Framew

orkLe

gal

Fra

mew

ork

Legal

Fra

mew

ork

Cost Time

Scope

Q

Limits of EngagementLimits of Engagement

Delivery

Milest

ones

Delivery

Milest

ones

Cost o

f Pro

duct

Cost o

f Pro

duct

Term

s of

PaymentContract

Product

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Process Inputs Activity Output

Project RRM Project CharterProject Plan

• Project Planning• Audit Processing

Regular Compliance Report

Quality Mgt Technical AuditRegular Audit

• Progress Processing• Quality Planning

RegularCheck Listing

Risk Mgt Risk AssessmentChange Assessment

• Change Processing• Risk Planning

RegularRisk Report

CSR Appraisal Local TrendsProject Plan

• Procurement Analysis• Governing Bylaws CSR Declaration

Control Mgt Progress StatusBoard Instructions

• Change Statement• Completion Processing Exit Declaration

Close Out Mgt Quality PlanProject Documents • Document Controlling Project Archive

PCM: Governance

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ExecutionPlanning

Initiation

Stak

ehol

ding

Procurement

KPIs

Close out

PLAN

(Offi

cial

Launch

)

REVISE

(Contra

ct

Sign off)

MEA

SURE

(Apprai

sal

Review)

ACT(C

onsorti

um

Form

ation)

Business

Model

Managing ModelTe

chnica

l Model

Conceptual Model

Typical Engagements

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Process Inputs Activity Output

Project Control Progress StatusProject Plan

• Industry/Market Trends• Project Planning Procurement Plan

Project Control Progress StatusQuality Plan

• Progress Processing• Tender Processing

Awarding Declarations

Project Control Progress Status • Progress Processing• Project Plan

Regular Briefs & Data-Sheets

Project Close-out Progress Status • Progress Processing• Quality Processing

Progress Documentations

Project Close-out Project BaselineProgress Status

• Scope Verification• Progress Processing

End-user Guidelines

Project Close-out RRMProgress Status

• Check Listing•Quality Processing

Authority Attestations

PMS: Publicity & Convenience

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Typical Execution Plan

VERIFYING

PLANNING

ALIGNING

DELIVERING

OPERATIONREGULATORYPROJECTIZATION

Design Procurement

PP 1.0 & Initiation

Design Development

PP 3.0 & Main TenderConstruction Procurement

SLA & Baseline

PP 4.0 & Award

PP 5.0 & Change Construction

Final AccountsTaking Over

Commissioning

Handing OverClose Out

PP 2.0 & Award

Substantiation

Lessons Learned

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Process Inputs Activity Output

Tendering & Award

Procurement Plan

• Tender Processing• Tender Analysis

Tender Status Report

Design Development Scope Baseline • Architecture Processing

• Engineering ProcessingDesign Status Report

Construction Development Program Baseline • Mobilization Processing

• Construction ProcessingConstruction Status Report

Change Project Baseline • Change Realization• Change Plan

Change Status Report

Hapitatability Scope BaselineProgram Baseline

• Utilities Processing• Systems Audit

Testing & Commissioning Report

Completion Scope BaselineProgram Baseline

• Taking Over Processing• Handing Over Processing Completion Report

PRM: Optimization & Reliability

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Typical Exit Strategy

Exit 1

Exit 2 Exit 3

Delivery

ConstructabilityRegulatory

Feasibility

Arch

itect

ure

Engineering

Construction

Conc

eptu

al M

odel

Technical Model

Managing M

odel

Business Model

Opportunity

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Process Inputs Activity Output

Close out Client Approval • Compliance Processing Start up Close out

Close out Authority ApprovalClient Approval • Compliance Processing Design Close out

Close out PM Approval Client Approval • Compliance Processing Tender Close out

Close out PM Approval Client Approval • Compliance Processing Construction Close out

Close out PM Approval Client Approval • Compliance Processing Change Close out

Close out Authority ApprovalClient Approval • Compliance Processing Project Close out

PCL: Change & Delivery

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“Individually, We're just Drops;

Together; We're an Ocean”

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